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The Mediating Role of Psychological Capital in The Relationship Between Ethical Leadership and Whistleblowing

Yıl 2022, Cilt: 32 Sayı: 2, 649 - 662, 24.05.2022
https://doi.org/10.18069/firatsbed.1042341

Öz

With the global competition experienced in recent years, leaders are regarded as not only a person of power and status in an organization, but also a mentor, a motivator, a change agent, and most importantly, important sources of information that shape the attitudes and behaviors of their followers. The main purpose of this research is to determine how ethical leadership affects the whistleblowing actions of followers and whether psychological capital mediates this level of influence by making use of social learning theory and social exchange theory. Conceptual and empirical research results clearly show that ethical leadership positively affects the intention to whistleblowing by enabling employees to take the necessary initiative to raise their voices about any unethical behavior. At the same time, it has been revealed that psychological capital has a partial mediating effect in the interaction between ethical leadership and whistleblowing. The results obtained are very important in terms of pointing out new perspectives on how ethical leadership affects whistleblowing, and highlight the importance of psychological capital, which is accepted as a positive psychological resource that enables individuals to achieve their goals in business life.

Kaynakça

  • Alpkan, L., Karabay, M., Elçi, M., & Yıldız, B. (2020). The mediating role of trust in leader in the relations of ethical leadership and distributive justice on internal whistleblowing: a study on Turkish banking sector, Kybernetes © Emerald Publishing Limited 0368-492X, 1-20.
  • Altahat, S. M., & Atan, T. (2018). Role of healthy work environments in sustainability of goal achievement; ethical leadership, intention to sabotage, and psychological capital in Jordanian universities. Sustainability, 10(3559): 1-15.
  • Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors, The Journal of Applied Behavioral Science, 44(1), 48-70.
  • Avey, J. B., Luthans, F., & Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors, Journal of Management, 36(2), 430-452.
  • Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership, J Bus Ethics, 107, 21–34.
  • Baltacı, A., & Balcı, A. (2017). Reasons for Whistleblowing: A Qualitative Study, Eğitim Bilimleri Araştırma Dergisi, 7(1), 37-51.
  • Becker, E. (2014). Calling foul: deficiencies in approaches to environmental whistleblowers and suggested reforms, 6 Wash. & Lee J. Energy, Climate & Env’t. 65-96.
  • Bedi, A., Alpaslan, C. M., & Green, S. (2015). A Meta-analytic review of ethical leadership outcomes and moderators, J Bus Ethics, 1-20.
  • Bhal, K. T., & Dadhich, A. (2011). Impact of ethical leadership and leader–member exchange on whistle blowing: The moderating impact of the moral intensity of the issue. Journal of Business Ethics, 103(3), 485–496.
  • Brown, M.E., Treviño, L.K., & Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organ. Behav. Hum. Decis. Process, 97, 117–134.
  • Brown, M. E., & Trevin˜o, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
  • Brown, M. E. (2007). Misconceptions of ethical leadership: how to avoid potential pitfalls, Organizational Dynamics, 36(2), 140-155.
  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20, 583–616.
  • Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: the mediating roles of goal congruence and psychological capital, J Bus Ethics, 1-14.
  • Cheng, J., Bai, H., & Yang, X. (2019). Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model, J Bus Ethics, 155, 115–130.
  • Celep, C., & Konaklı, T. (2012). Bilgi uçurma: Eğitim örgütlerinde etik ve kural dışı uygulamalara yönelik bir tepki, E-International Journal of Educational Research, 3(3), 65-88.
  • Çetin, F., & Basım, H. N. (2012). Örgütsel Psikolojik Sermaye: Bir Ölçek Uyarlama Çalışması, Amme İdaresi Dergisi, 45(1), 121-137.
  • Çokluk, Ö., Şekercioğlu, G., & Büyüköztürk, Ş. (2010). Sosyal Bilimler İçin Çok Değişkenli İstatistik. Ankara: Pegem Akademi.
  • Dungan, J., Waytz, A., & Young, L. (2015). The psychology of whistleblowing, Current Opinion in Psychology, 6, 129-133.
  • Dworkin, T.M., & Near, J.P. (1997). A better statutory approach to whistle-Blowing. Business Ethics Quarterly, 7 (1), 1-16.
  • Dworkin, T., & Baucus, M. S. (1998). Internal vs. external whistleblowers: A comparison of whistleblowering processes. Journal of Business Ethics, 17(12), 1281-1298.
  • Newman, A., Kiazad, K., & Cooper, B. (2013). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organizational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123, 1-11.
  • Frazier, P. A., Tix, A. P. & Baron, K. E. (2004). Testing moderator and mediator effects in counseling psychology research, Journal of Counseling Psychology, 51(1): 115–34.
  • Grant, C. (2002). Whistle blowers: Saints of secular culture. Journal of Business Ethics, 39(4), 391–399.
  • Gundlach, M. J., Douglas, S. C., & Martinko, M. J. (2003). The decision to blow the whistle: A social information processing framework. Academy of Management Review, 28(1), 107–123.
  • Gooty, J., Gavin, M., Johnson, P. D., Frazier, M. L., & Snow, B. D. (2009). In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance, Journal of Leadership & Organizational Studies, 15(4), 353-367.
  • Hansen, D. S., Alge, B. J., Brown, M. E., Jackson, C. L., & Dunford, B. B. (2013). Ethical leadership: assessing the value of a multifoci social exchange perspective, J Bus Ethics, 115, 435-449.
  • Hansen, D. (2011). Ethical leadership: A multifoci social exchange perspective. The Journal of Business Inquiry, 10(1), 41-55.
  • Halpin, L., & Dundon, T. (2017). Whistle-blowing and the employment relations implications of the ‘Protected Disclosures Act 2014’ in the Republic of Ireland, Irish Journal of Management, 36(3), 221-232.
  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate Data Analysis (7th ed.). Upper Saddle River, NJ: Prentice Hall.
  • Hayes, A. F. (2009). Beyond Baron & Kenny: Statistical Mediation Analysis in the New Millennium, Communication Monographs, 76(4): 408-420.
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  • Joo, B-K., Hun, D., & Kim, L. S. (2016). Enhancing work engagement: the roles of psychological capital, authentic leadership, and work empowerment, Leadership & Organization Development Journal, 37(8), 1-35.
  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2013). Ethical leadership and followers’ helping and initiative: The role of demonstrated responsibility and job autonomy. European Journal of Work and Organizational Psychology, 22, 165–181.
  • Kalshoven, K., Den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leader behavior and Big Five factors of personality. Journal of Business Ethics, 100, 349–366.
  • Konovsky, M.A. & Pugh, S.D. (1994). Citizenship Behavior and Social Exchange, The Academy of Management Journal, 37(3), 656-669.
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  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541-572.
  • Loi, R., Lam, L., Ngo, H. & Cheong, S. (2015). Exchange Mechanisms between Ethical Leadership and Affective Commitment. Journal of Managerial Psychology, 30(6), 645–658.
  • Luthans, F., Avey, J. B., Clapp-Smith, R., & Li, W. (2008). More evidence on the value of Chinese workers' psychological capital: A potentially unlimited competitive resource? The International Journal of Human Resource Management, 19(5), 818–827.
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ETİK LİDERLİĞİN BİLGİ UÇURMA ÜZERİNDEKİ ETKİSİNDE PSİKOLOJİK SERMAYENİN ARACILIK ROLÜ

Yıl 2022, Cilt: 32 Sayı: 2, 649 - 662, 24.05.2022
https://doi.org/10.18069/firatsbed.1042341

Öz

Son yıllarda yaşanan küresel rekabetle birlikte, liderler bir örgütte sadece güç ve statüye sahip bir kişi değil, aynı zamanda bir mentor, bir motive edici, bir değişim ajanı ve en önemlisi takipçilerinin tutum ve davranışlarını şekillendiren önemli bilgi kaynakları olarak kabul edilmektedir. Bu araştırmanın temel amacı sosyal öğrenme teorisi ve sosyal mübadele teorisinden faydalanılarak, etik liderliğin takipçilerin bilgi uçurma eylemlerini nasıl etkilediğini ve bu etki düzeyine psikolojik sermayenin aracılık edip etmediğini tespit etmektir. Kavramsal ve ampirik araştırma sonuçları etik liderliğin, çalışanlara etik olmayan herhangi bir davranış hakkında seslerini yükseltebilmeleri için gerekli inisiyatifi almalarını sağlayarak, bilgi uçurma niyetini olumlu yönde etkilediğini açıkça göstermektedir. Bununla birlikte, psikolojik sermayenin etik liderlik ile bilgi uçurma arasındaki etkileşiminde kısmi bir aracılık etkisinin olduğu ortaya konmuştur. Elde edilen sonuçlar, gerek etik liderliğin bilgi uçurma eylemini nasıl etkilediği konusunda yeni bakış açılarına işaret edecek olması gerekse iş hayatında bireylerin hedeflere ulaşmasını sağlayan pozitif bir psikolojik kaynak olarak kabul edilen psikolojik sermayenin önemine dikkat çekmesi açısından oldukça önemlidir.

Kaynakça

  • Alpkan, L., Karabay, M., Elçi, M., & Yıldız, B. (2020). The mediating role of trust in leader in the relations of ethical leadership and distributive justice on internal whistleblowing: a study on Turkish banking sector, Kybernetes © Emerald Publishing Limited 0368-492X, 1-20.
  • Altahat, S. M., & Atan, T. (2018). Role of healthy work environments in sustainability of goal achievement; ethical leadership, intention to sabotage, and psychological capital in Jordanian universities. Sustainability, 10(3559): 1-15.
  • Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors, The Journal of Applied Behavioral Science, 44(1), 48-70.
  • Avey, J. B., Luthans, F., & Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors, Journal of Management, 36(2), 430-452.
  • Avey, J. B., Wernsing, T. S., & Palanski, M. E. (2012). Exploring the process of ethical leadership: the mediating role of employee voice and psychological ownership, J Bus Ethics, 107, 21–34.
  • Baltacı, A., & Balcı, A. (2017). Reasons for Whistleblowing: A Qualitative Study, Eğitim Bilimleri Araştırma Dergisi, 7(1), 37-51.
  • Becker, E. (2014). Calling foul: deficiencies in approaches to environmental whistleblowers and suggested reforms, 6 Wash. & Lee J. Energy, Climate & Env’t. 65-96.
  • Bedi, A., Alpaslan, C. M., & Green, S. (2015). A Meta-analytic review of ethical leadership outcomes and moderators, J Bus Ethics, 1-20.
  • Bhal, K. T., & Dadhich, A. (2011). Impact of ethical leadership and leader–member exchange on whistle blowing: The moderating impact of the moral intensity of the issue. Journal of Business Ethics, 103(3), 485–496.
  • Brown, M.E., Treviño, L.K., & Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organ. Behav. Hum. Decis. Process, 97, 117–134.
  • Brown, M. E., & Trevin˜o, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616.
  • Brown, M. E. (2007). Misconceptions of ethical leadership: how to avoid potential pitfalls, Organizational Dynamics, 36(2), 140-155.
  • Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20, 583–616.
  • Bouckenooghe, D., Zafar, A., & Raja, U. (2015). How ethical leadership shapes employees’ job performance: the mediating roles of goal congruence and psychological capital, J Bus Ethics, 1-14.
  • Cheng, J., Bai, H., & Yang, X. (2019). Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model, J Bus Ethics, 155, 115–130.
  • Celep, C., & Konaklı, T. (2012). Bilgi uçurma: Eğitim örgütlerinde etik ve kural dışı uygulamalara yönelik bir tepki, E-International Journal of Educational Research, 3(3), 65-88.
  • Çetin, F., & Basım, H. N. (2012). Örgütsel Psikolojik Sermaye: Bir Ölçek Uyarlama Çalışması, Amme İdaresi Dergisi, 45(1), 121-137.
  • Çokluk, Ö., Şekercioğlu, G., & Büyüköztürk, Ş. (2010). Sosyal Bilimler İçin Çok Değişkenli İstatistik. Ankara: Pegem Akademi.
  • Dungan, J., Waytz, A., & Young, L. (2015). The psychology of whistleblowing, Current Opinion in Psychology, 6, 129-133.
  • Dworkin, T.M., & Near, J.P. (1997). A better statutory approach to whistle-Blowing. Business Ethics Quarterly, 7 (1), 1-16.
  • Dworkin, T., & Baucus, M. S. (1998). Internal vs. external whistleblowers: A comparison of whistleblowering processes. Journal of Business Ethics, 17(12), 1281-1298.
  • Newman, A., Kiazad, K., & Cooper, B. (2013). Examining the cognitive and affective trust-based mechanisms underlying the relationship between ethical leadership and organizational citizenship: A case of the head leading the heart? Journal of Business Ethics, 123, 1-11.
  • Frazier, P. A., Tix, A. P. & Baron, K. E. (2004). Testing moderator and mediator effects in counseling psychology research, Journal of Counseling Psychology, 51(1): 115–34.
  • Grant, C. (2002). Whistle blowers: Saints of secular culture. Journal of Business Ethics, 39(4), 391–399.
  • Gundlach, M. J., Douglas, S. C., & Martinko, M. J. (2003). The decision to blow the whistle: A social information processing framework. Academy of Management Review, 28(1), 107–123.
  • Gooty, J., Gavin, M., Johnson, P. D., Frazier, M. L., & Snow, B. D. (2009). In the eyes of the beholder: Transformational leadership, positive psychological capital, and performance, Journal of Leadership & Organizational Studies, 15(4), 353-367.
  • Hansen, D. S., Alge, B. J., Brown, M. E., Jackson, C. L., & Dunford, B. B. (2013). Ethical leadership: assessing the value of a multifoci social exchange perspective, J Bus Ethics, 115, 435-449.
  • Hansen, D. (2011). Ethical leadership: A multifoci social exchange perspective. The Journal of Business Inquiry, 10(1), 41-55.
  • Halpin, L., & Dundon, T. (2017). Whistle-blowing and the employment relations implications of the ‘Protected Disclosures Act 2014’ in the Republic of Ireland, Irish Journal of Management, 36(3), 221-232.
  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate Data Analysis (7th ed.). Upper Saddle River, NJ: Prentice Hall.
  • Hayes, A. F. (2009). Beyond Baron & Kenny: Statistical Mediation Analysis in the New Millennium, Communication Monographs, 76(4): 408-420.
  • Hu, Y., Wu, X., Zong, Z., Xiao, Y., Maguire, P., Qu, F., Wei, F., & Wang, D. (2018). Authentic leadership and proactive behavior: The role of psychological capital and compassion at work, Frontiers in Psychology www.frontiersin.org, 9, 1-12.
  • Hussain, S., & Niu, (2019). The relationship between ethical leadership and creativity: the mediating role of psychological capital, International Journal of Science and Business, 3(4), 17-27.
  • Jabeen, R., & Munir, S. (2018). The Mediating Role of psychological capital in the relationship between ethical leadership and organizational citizenship behavior, Journal of Management and Research, 5(2), 90-108.
  • Joo, B-K., Hun, D., & Kim, L. S. (2016). Enhancing work engagement: the roles of psychological capital, authentic leadership, and work empowerment, Leadership & Organization Development Journal, 37(8), 1-35.
  • Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. (2013). Ethical leadership and followers’ helping and initiative: The role of demonstrated responsibility and job autonomy. European Journal of Work and Organizational Psychology, 22, 165–181.
  • Kalshoven, K., Den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leader behavior and Big Five factors of personality. Journal of Business Ethics, 100, 349–366.
  • Konovsky, M.A. & Pugh, S.D. (1994). Citizenship Behavior and Social Exchange, The Academy of Management Journal, 37(3), 656-669.
  • Liu, S., Liao, J., & Wei, H. (2015). Authentic leadership and whistleblowing: mediating roles of psychological safety and personal identification, J Bus Ethics, 1-13.
  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541-572.
  • Loi, R., Lam, L., Ngo, H. & Cheong, S. (2015). Exchange Mechanisms between Ethical Leadership and Affective Commitment. Journal of Managerial Psychology, 30(6), 645–658.
  • Luthans, F., Avey, J. B., Clapp-Smith, R., & Li, W. (2008). More evidence on the value of Chinese workers' psychological capital: A potentially unlimited competitive resource? The International Journal of Human Resource Management, 19(5), 818–827.
  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate–employee performance relationship. Journal of Organizational Behavior, 29, 219-238.
  • Luthans, F., Luthans, K. W., & Luthans, B. C. (2004). Positive psychological capital: Beyond human and social capital. Business Horizons, 47(1), 45–50.
  • Malik, M. S., & Nawaz, M. K. (2018). The Role of Ethical Leadership in Whistleblowing Intention among Bank Employees: Mediating Role of Psychological Safety, Review of Integrative Business and Economics Research, 7(4), 238-252.
  • Mansbach, A., & Bachner, Y. G. (2010). Internal or external whistleblowing: Nurses’ willingness to report wrongdoing, Nursing Ethics, 7(4), 483–490.
  • Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. (2009). How does ethical leadership flow? Test of a trickledown model. Organizational Behavior and Human Decision Processes, 108, 1–13.
  • Mayer, D., Kuenzi, M., & Greenbaum, R. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95, 7– 16.
  • Mayer, D. M., Aquino, K., Greenbaum, R. L., & Kuenzi, M. (2012). Who displays ethical leadership, and why does it matter? An examination of antecedents and consequences of ethical leadership Academy of Management Journal, 55 (1), 151-171.
  • Meydan, C. M. & Şeşen, H. (2015). Yapısal eşitlik modellemesi AMOS uygulamaları, Detay Yayıncılık, Ankara, 2. Baskı.
  • Near, J. P., & Miceli, M. P. (1985). Organizational dissidence: The case of whistle-blowing. Journal of Business Ethics, 4, 1-16.
  • Norman, S. M., Avey, J. B., Nimnicht, J. L., & Pigeon, N. G. (2010). The interactive effects of psychological capital and organizational identity on employee organizational citizenship and deviance behaviors, Journal of Leadership & Organizational Studies, 17(4) 380-391.
  • Olaniyan, S. O., & Hystad, W. H. (2016). Employees’ psychological capital, job satisfaction, insecurity, andintentions to quit: The direct and indirect effects of authenticleadership, Journal of Work and Organizational Psychology, 1-9.
  • Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278.
  • Park, H., Blenkinsopp, J., & Park, M. (2014). The influence of an observer’s value orientation and personality type on attitudes toward whistleblowing, J Bus Ethics, 120, 121–129.
  • Park, H., & Blenkinsopp, J. (2009). Whistleblowing as Planned Behavior – A Survey of South Korean Police Officers, Journal of Business, 85, 545–556.
  • Preacher, Kristopher J., & Hayes, Andrew F. (2004). SPSS and SAS Procedures for Estimating Indirect Effect in Simple Mediation Models, Behavior Research Methods, Instruments, & Computers, 36(4): 717-731.
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  • Rabie, M. O., & Malek, M. A. (2020). Ethical Leadership and Whistleblowing: Mediating Role of Stress and Moderating Effect of Interactional Justice, SEISENSE Journal of Management, 3(3), 1-11.
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  • Reutter, K. K. & Bigatti, S. M. (2014). Religiosity and spirituality as resiliency resources: moderation, mediation, or moderated mediation? Journal for the Scientific Study of Religion, 53(1): 56–72.
  • Rothschild, J., & Miethe, T. D. (1999). Whistle-blower disclosures and management retaliation, Work and Occupatıons, 1999 Sage Publications, Inc. 26(1), 107-128.
  • Settoon, R.P., Bennett, N. & Liden, R.C. (1996). Social exchange in organizations: perceived organizational support, leader-member exchange, and employee reciprocity, Journal of Applied Psychology, 81(3), 219-227.
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  • Walumbwa, F. O., & Schaubroeck, J. (2009). Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety, Journal of Applied Psychology, 94(5), 1275–1286.
  • Walumbwa, F. O., David, M., M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification, Organizational Behavior and Human Decision Processes, 115, 204–213.
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Toplam 79 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm İktisadi ve İdari Bilimler
Yazarlar

B. Dilek Özbezek 0000-0001-7176-1534

H. Mustafa Paksoy 0000-0001-7975-1795

Sadettin Paksoy 0000-0003-3346-3530

Veysel Mehmet Gültekin 0000-0001-7296-5918

Yayımlanma Tarihi 24 Mayıs 2022
Gönderilme Tarihi 24 Aralık 2021
Yayımlandığı Sayı Yıl 2022 Cilt: 32 Sayı: 2

Kaynak Göster

APA Özbezek, B. D., Paksoy, H. M., Paksoy, S., Gültekin, V. M. (2022). ETİK LİDERLİĞİN BİLGİ UÇURMA ÜZERİNDEKİ ETKİSİNDE PSİKOLOJİK SERMAYENİN ARACILIK ROLÜ. Fırat Üniversitesi Sosyal Bilimler Dergisi, 32(2), 649-662. https://doi.org/10.18069/firatsbed.1042341